Kaiser Case Study
Theproblem that might benefit from new information is the significantvariation in medical practice for six New England states. The problemexists due to the severity of illness, insurance coverage, patientincome, education, and health beliefs. The problem leads to higheroperating expenses. This project has a number one priority in thebusiness plan for three years (Mattison,Dolin, & Laberge, 2004).
TheWhorton-Quinn matrix includes three levels, which are theorganizational, group, and individual levels. The organizationaddressed these elements by dealing with each independently. At theorganizational level, the management at Kaiser determined andfacilitated the necessary level of decentralization, and tightenedthe operating systems. The group level involved training thesupervisors and restructuring the groups along the lines of theimproved system. At the individual level, the management restructuredthe staff, sorting those who will leave and who will receive trainingabout the new system.
KaiserPermanente can achieve 75 percent of this goal within five years.Kaiser Permanente (KP) can accomplish the through an evidence-basedclinical practice. Although there are other options, using thecurrent information technology is the best alternative. Other optionsinclude using long-standing technology, such as the telephone. Otherorganizations pursued similar goals by having fully integrated EHRsystems able to support 80 percent of the workflow. The cons includethe difficulty in predicting its full nature and the value it adds tothe organization. Its advantages include the addition of astreamlined workflow and reduction in operational costs in the longterm (Poorsina, 2011).
Theentire project will cost between 3.2 and 4 billion dollars. KPestimated the monthly operating expenses to be one million dollars.They expect to save at least two million dollars per month.Non-quantifiable benefits include greater employee and patientexperiences. KP will break even on its investment on the project inless than nine years.
Theexpertise needed includes software specialists. The planning teamexpects to take 15 months to get it. The system will eventuallyreplace others in the organization, as they cannot be mutuallysupportive of each other. KP is technologically ahead of most firms.
Thesystem will affect the organization’s structures positively therewill be a more efficient and effective workflow. It will not decreaseanyone’s power, as it is not entirely reliant on technology. Thesystem will help in streamlining medical information, according tothe official website. It will threaten the record-keeping employees.Failure may lead to a slowdown in operations. To minimize resistanceand organizational impact, everyone needs to understand the project’sbenefits (Worthley,2000).
Theemployees that will lose their jobs include those managing the oldsystem. The unneeded staff can receive training to help them findwork elsewhere (Lorenzi,& Riley, 2004).Training includes IT, done by a professional firm during theimplementation of the new system, and will cost approximately 900000US dollars. There is no need for new staff some of the current staffcan receive training to handle it.
Currentlaws require that patient data should be away from unauthorizedpersons’ reach. The new system can meet the requirements, as it hasaccounted for them. The system is unlikely to face any problems fromnew laws due to the ease of tweaking it to suit such cases. Legalprotection into contracts with vendors includes privacy policies(Worthley,2000).
Theinherent security threats include employee mischief, due to thesystems allowance for changes. Similar organizations have experiencedthe above problem. Security protection against this risk is to ensureemployees do not compromise it, through training (Worthley,2000).It may cost roughly 200000 US dollars.
Thesystem will give clients better services, without affecting anyprofessional or health care values. Consumer education is the beststrategy to minimize negative social impacts and maximize thepositive ones.
Theactivities needed to develop and implement the system includeoutsourcing. The planning committee plans to accomplish everythingwithin five years. The resources required include roughly 4 billionUS dollars over the course of the five years.
LorenziNM, Riley R. T. (2004). Managing technological change: Organizationalaspects of health informatics, 2nd edition. New York: SpringerScience & Business Media 2004
Mattison,J. E., Dolin, R. H., & Laberge, D. (2004). Managing the tensionsbetween national standardization vs. regional localization ofclinical content and templates. Medinfo.Topof Form
Poorsina,R. (2011). Kaiser Permanente Health Connect.
Worthley,J. A. (2000). Chapter 3 Thinking systematically about informationsystems. Managing Information in Health Care: Concepts and Cases (pp.73 – 87). Chicago: Health Administration Press
Worthley,J. A. (2000). Chapter 4 Managing organizational impacts. ManagingInformation in Health Care: Concepts and Cases (pp 121 – 132).Chicago: Health Administration Press.
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